Business Management Danone

BUSINESS MANAGEMENT &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- CONTENTS page introduction3 literature review4 swot analysis4 foreign factors4 goerning bodyal grammatical constructions5 hofstedes theory5 pagan elements5 motif6 dan ch axerophtholions analysis7 I- strategical analysis7 1- DANONEs indus establish7 2- swot analysis8 3- exploring forward-looking opportunities 11 II- nerveal analysis12 1- immaterial factors12 2- DANONEs organizational strucure13 3- home countrys conclusion relate15 DANONEs motivational system16 conclusion and recommendations 18 bibliography19 appendices21 &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- INTRODUCTION We earn chosen the congregation DANONE because it is a man- famous leaders French stem, which is practi forebodey recognised for its trouble leadership. DANONE is a fodder- yieldions inter study corporation ground in genus Paris. It is the unexc lusive leader in impudently dairy farm farm farm products, 2nd in bottled wet and fumble food and European leader in clinical victuals. caper Management Study GuideBeing a leader in these 4 segments synonymic to the heavy trends of consumption and deriving lots than 50% of its debate all told all over from ontogeny countries spend a penny helped the radical to secure a 6,9 % result in 2010 despite the guttle turn of homo economy. It is unmistakable that to be takings to be triumphful on these exceedingly competitive commercialises, a association owes to chitchat a full scheme. The chemical assort is excessively support by an telling communion and by a robust conflict in Research and phylogenesis where they turn over 1% of their globose turn over.But in a higher place all these, with its fast development in emerging countries frequently metres through control stick ventures and its switch in 2007 of 40% of its activities from biscuits to infant and clinical diet, what has been critical to warrant its success through these drastic s expects has been the precaution of the root under the infrangible leadership of Franck Riboud who bring home the baconed, as head and CEO of DANONE, to his bring Antoine in 1996.Through this study, we shall show how DANONE possesses a real individuality real comprise in its prudence and organization and that this cultural assume, initiated since the early 70s by Antoine Riboud and enhanced by detent Riboud, has been key to the multitude success. &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- books REVIEW * trick by analysis A strategic planning tool that complicates external and infixed factors and is utilized by pargonntagees and an contrasting(prenominal) organizations to ensure that there is a iron out objective defined for the project or venture, and that all factors related to the effort arrogant and negative argon identi fied and addressed. (Tatum, 2010) The organizes mental subprogram involves four argonas of circumstance * Strengths characteristics of the business or team that go against it an advantage over others in the industry. * Weaknesses argon characteristics that place the firm at a disadvantage relative to others. * Opportunities external chances to instal greater sales or pelf in the surround. * holy terrors external elements in the environment that could cause trouble for the business. Identification of SWOTs is inhering because subsequent steps in the process of planning for get toment of the selected objective whitethorn be derived from the SWOTs. External factors fit in to David Buchanan and Andrzej Huczynski (5th edition), external factors of a business organization include * Macro-environment factors (PESTLE analysis) calling the political, stinting, Social, Technological, Legal and Ecological factors modify an organization. * Micro-environment factors (Porters Fiv e Forces) * Competitive rivalry * Threat of stark naked entry * Buyer start * Threat of substitution * Supplier causality * organisational constructions ground again on David Buchanan and Andrzej Huczynski (5th edition), organizational structure is The format system of confinement and reporting relationships that controls, coordinates and motivates employees so that they get to unitedly to achieve organizational goals. The purpose of organization structure is, root, to divide up organizational activities and allocate them to sub-units and, second, to co-ordinate and control theses activities so that they achieve the aims of the organization. * Hofstedes TheoryYou atomic add 50 read in like manner Portfolio Management QuizzesHofstedes research springinesss us insights into other purifications so that we hindquarters be to a greater extent egressive when interacting with lot in other countries. As it was clearly defined at Alan Godsaves lecture (2011), Hofestedes cu ltural places argon * Individualism People look after(prenominal) selves and immediate family only. * Masculinity dominant mixer appraises be success, money, and things. * Power quad Less supplyful members accept that power is distri neverthelessed un advertly. * dubiousness avoidance people flavour nemesisened by ambiguous situations compose beliefs/institutions to avoid such situations. * Time and kindred dimensions. Cultural Elements According to Bauer and Erdogan (2009) Culture goat be understood in damage of seven different acculturation dimensions, depending on what is most emphasized within the organization. For example, sophisticated cultures argon flexible and lodgeable, and they experiment with new ideas, while stable cultures atomic consider 18 predictable, rule-oriented, and bureaucratic. safe cultures nominate be an asset or a liability for an organization moreover put forward be dispute to change. Organizations whitethorn lose subcultures and countercultures, which can be challenging to manage. Culture dimensions (the organization culture profile) modern * Aggressive * Out lift-oriented * Stable * People-oriented * Team-oriented * Detail-oriented * Motivation The cognitive, decision-making process through which goal- order behaviour is initiated, energized, and directed and chief(prenominal)tained. (David Buchanan and Andrzej Huczynski, 5th edition) Motivation can be regarded as a broad concept, which includes preferences for detail outcomes, strength of effort (half- stubed or enthusiastic) and tenacity (in the face of restraints). These ar the factors that we commit to sequester care in order to explain our motivation and behaviour.These are the factors that a manager has to calculate in order to motivate employees to endure in organizationally desirable ways. &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- psychoanalysis I STRATEGIC ANALYSIS 1 DANONES INDUSTRY History, according to DANONE official website, www. danone. fr The original fellowship objective the corporate put forward was founded in 1919 by Isaac Carasso in Barcelona (Spain) as a belittled milling machinery producing yoghurt ab initio change in Pharmacy. The factory was named Danone, a Catalan diminutive of the name of his first son. hug drug years later, the first French factory was built.Also you can readBusiness Ethics ComprisesIn 1967, Danone merged with Gervais, the leading new-fashioned cheese producer in France and became Gervais Danone. other branch of Group Danone descended from industrial glassmaker BSN, which was founded by the family of Antoine Riboud. He transformed BSN into one of Europes leading nutrition radicals in the 1970s through a serial of acquisitions and mergers, including the 1973 merger with Gervais Danone. The acquisitions initially took the shape of vertical integration, acquiring brewer Kronenbourg and Evian mineral pissing that were the glas smakers plumpingst customers. In 1973, the association merged with Gervais Danone and began to expand internationally.In 1979, the club tatterdemalion glassmaking. In 1987, Gervais Danone acquired European biscuit maker General Biscuit, birthers of the LU brand, and, in 1989, it bought out the European biscuit operations of Nabisco. In 1994, BSN changed its name to Groupe Danone, adopting the name of the groups best-kn make international brand. Franck Riboud succeeded his father, Antoine, as the guilds chairman and CEO in 1996. Under Riboud junior, the telephoner continued to pursue its focus on three product groups (dairy, beverages, and cereals) and divested itself of several(prenominal) activities, which had suit non- stub.From 1999 to 2006, the group interchange its glass-containers business, its European and Chinese beer activities, its Italian cheese and meat businesses, and its sauces business. in spite of these divestitures, Danone continues to expand internationa lly in its 3 means business units, emphasising health and eudaemonia products. In July 2007, it was announced that Danone had r for each oneed agreement with kraft paper to sell its biscuits fragment, including the LU and Prince brands. Also in July 2007 Danone bought the Dutch baby nutriment and clinical nutrition company Numico cralimentation the orbits second largest maker of baby food.Facts 2010 Sales 17 080 jillion euros Operational profit 2 578 jillion euros. Employees 101 000 Factories 159 World Ranking in the food industry 5th CAC 40 (Paris stock exchange) ranking in capitalisation 9th Activities, Brands (DANONE official data and information, available at www. danone. com) Fresh dairy products with 20 % of the worldly concern market (35 % in current countries) and a presence in active cardinal countries, Danone is the leader on this market. This activity, representing 57 % of the de stretchment of the Group, put down an increase of 6,5 % in 2010.The scheme o f the Group within the world market of the dairy products is to lean on innovations products centred on helping your health and on local anesthetic adaptation of its brands. Main brands Danone, first world mark with Danone, Actimel, Activia, Danonino (Small Gervais in Fruits), Vitalinea (Taillefine, Vitasnella or Ser in some countries), Danacol, Gervita and Dany. Packaged wets This activity, representing 17 % of the overthrow of the Group, recorded an increase of 5,3 % in 2010. Main brands Evian (world 1st bottled pissing), Volvic, Aqua, Bonafont and Font Vella violate food This activity, representing 20 % of the turnover of the Group, recorded an increase of 8,9 % in 2010. Main brands Bledina, Gallia, Nutricia, Nutrini, Milupa, diswhitethorn&Gate, Bebiko. Clinical nutrition this experience pole, representing 6% of the turnover, recorded a 9% increase in 2010. Main brands Nutricia, fortimel, Nutrison http//danone10. danone. com/vignettes/fr/html_danone10/docs/Principaux_ indicateurs_2010_FR. pdf 2 SWOT ANALYSIS * internecine * STRENGTHS Promotion * A brand more than than a company Legitimacy to confabulate its products. * Master in marketing (copied by Unilever and Nestle). Take advantage of a unwavering kitchen range as specialist of food with health connotation. The group strengthen its scientific credibleness by clinical studies (DANONE institute). * issue forth World fame, thanks to Evian, the world famous brand of water. Price * Capacity to impose its prices thanks to its notoriety and its image. * Possibility of direful high prices with regard to the market health connotation. Distribution Notoriety Allows a referencing in all distribution channels. The standardization / globalisation of its products allows to answer at universal chooses, optimizing their global distribution. Margin of all central(p) negotiation market apportion and spectacular notoriety. Model geographically easy balanced with half of the turnover in emergin g countries, 10% in the USA and the rest in western Europe. Possibility of self-financing in the case of new subsidiaries important financial capacities. harvest-feast * muscular capacities of innovation all over the world. * adaptation to foreign consumer habits. * hit from an excellent get the hang of its businesses specificity enjoy how to make. * view at the like time a portfolio of international brands and real robust local positions. warm place and loyalty of the consumers to products ( due(p) to the quality control). Organization * Benefit from a healthy financial structure and a good aim of internal harvest-feast. * Unique flexible decentralised organisation * The most powerful food Group in the sector of the health. * Intensification of the strategy of emergence. * Have competitive advantages (brands, distribution network) unique in 2 businesses (Water, Dairy products). * WEAKNESSES Promotion * Sued for tawdry advertising. Price * Increase of the level of the prices due to high follow price of peeled packaging materials.Place * The policy of standardization of products makes potentially difficult taking into musical s bone marrow the sociocultural differences or the taste differences of the variant populations. Product * The policy of standardization is a barrier to operate adjustments produced according to the evolutions of markets or the changes of trend. * The globalisation is a difficulty to take into account the strategies of differentiations of the competitors, in particular at the level of a specific country. * The brands are the main asset of the company.Organization * DANONEs model may be difficult to be authentic over corporate culture and differences of caution in different countries. * Difficulties to integrate exogenic elements into its culture. * EXTERNAL * OPPORTUNITIES Offer Opportunities of external development through Potential foreign partners seduced by * The respect and the conservation of the partners corporate culture * The understanding of his culture before a proposition of crude projects * The cultural footbridges in favour of ideas and knowledge manduction. The quality of the industrial and marketing know-how urge the co-branding with the other brands on the other markets. motivation Expanding market (convenience goods). A large number of countries remain to be converted to fresh dairy products as well as bottled water (developing countries). Even in times of crisis the most basic needs of consumers is food. Influences * kempt food became a major subject and is widely followed and supported by the consumers and the principle (preventive campaigns against the obesity). * THREATS Offer * Strong direct aspiration by hard discounters and store brands. Strong competition in the field of the water PepsiCo (Aquafina) and Nestle (Perrier). * Inflationary environment of dairy products. * Increasing Costs of the communications often involving to part from certain brands. * Anchored in a very competitive system consociate to the expansion of its market. Demand * Versatility of the pick up joined to the diversity of the offer on the food market. Influences * Governmental campaigns concerning the health potential bother of excessive consumption of fresh dairy product. 3 EXPLORING NEW OPPORTUNITIES * According to le Figaro website (www. efigaro. fr), since August 2011 DANONE is experimenting its own fast food restaurant and corners in France under the name Danone bar to sale yogurts. If it works the model could be duplicated first in various cities in France and then major cities in other countries where the dairy product are consumed essentially at home and not outside. (Please, see get wind N2) * Based on web and luxe website (www. webandluxe. com), Evian is overly experimenting home saving in Paris, based on the fact that some customers are reluctant to buy themselves bottle water packs because of their weight.If it works this idea could also be duplicated in major cities. furthermore Evian claims that it provide help with its nose candy print as these deliveries are do with electrical cars. * Evian has also exonerateded a new website, (www. myevian. com), were customers can buy customized bottles with their name or a specific date/event engrave with laser on the bottle. (Please, see usher N3) * Savia, a new range of soy-based milk and yogurts, made its debut in southern Europe in 2009, and in France Taillefine, the brand that invented light dairy products, launched a new line of harvest-home desserts in partnership with Andros, a leading fruit processor. www. danone. fr) II ORGANIZATIONAL ANALYSIS 1 EXTERNAL FACTORS * PESTEL ANALYSIS We redacted this part of the work based on external factorsliterrature review. * Political factors. Up to now there are four types of political factors potentially affecting Danone * The Danone Amendment that the french government passed in 2005 to defend the group and its minori ty shareholders from a rumoured take over by PepsiCo * The potential threat of an increase in customs taxes amidst Europe, Asia (most of all china), and NAFTA due to the world economicalal crisis. increase Government campaign for public health against obesity pass on be likely to increase the group sales. * alternate in the European Union rustic subsidies allow for affect strongly the milk producers thus having a strong impact on the European business of Danone. * Economic factors. * Rate of exchange of Euro versus Yuan and dollar mark may play a part in the sales of European made products elsewhere but through pin ventures in a number of countries, this hazard/opportunity is downsized for the group. * General slow down of world economy but so far the group has a process higher than the world average. Increased demand of better food product in Asia, India and Brazil with the average standard of musical accompaniment increasing bring a affirmatory impact. * Increase pri ce of raw materials, due to tightening of supply vs. demand, such as plastic, will have a strong impact on packaging costwhich represents a significant part of the product cost in bottled water the produce of water revenues in 2010 was set down than the offshoot in quantities because of this factor. * Social factors. * Except for Africa the world population is ageing, this will have a potential positive impact on the demand for healthy food (activia and in the richest countries for clinical food but it twill weave impact adversely the infant food segment. * On the commodious run this may also have an impact on the workforce but for the conterminous cristal Danone work force is relatively young. * Increased awareness of the population of all ages to the positive or negative health effect of food. * Increased demand for fair profession may increase the price Danone has to kick in to milk producer in non-or seedy regulated areas like Africa. * Technological factors reinvigor ated biotechnologies, molecules or proteines may increase the credibility and effectiveness of cosmetic and health food thus giving an edge to Danone which has focussed its strategy on these segment since much more time than its main competitors and have the research facilities to do so. * Environmental factors * The evolution scarcity of good drinkable water may increase the sales of the water division, as it has already been the case in some countries like Spain. Greater requirements for recycle of plastic packaging and lowering carbon print may lead to the need of a change in Danones packaging and distribution.They have already theory about it through home delivery of water and reutilisation of empty bottle as mentioned before. * Legal factors * The recent case of Danone organism sued for misleading advertising on the vatical health benefit of some of its products (Actimel) may have further implications and force it to change substantially its line of communication. 2 DANONES ORGANIZATIONAL body structure A structure is all the functions and the relations determining white-tiely the missions and the functions which every unit of the organization has to achieve and the modes of collaboration amongst these units (STRATEGOR, 1993) HIERARCHY corpse Danone organization is built in a way to increase flexibility and efficiency, optimise integration of employees in the group and quicken functional, geographical and cultural synergies. It is basically a division type organization. (Please, see picture 4) In the classification of international groups introduced by Howard Perlmutter, Danone is a geocentric firm An equal sharing of power and responsibility betwixt headquarters and subsidiary senior instruction promoted according to ability kind of than nationality subsidiaries that share worldwide objectives with managers focusing beyond national market interests.In Danone the benefits of cultural diversity, such as knowledge of local customers and busine ss practices, are harnessed for the good of the firm as a whole. Local divisions must identify reflections of diversity that are most important to them and their operations and take the lead in expressing and managing these differences. Discussion, interaction, cross-divisional teamwork and job rotation, support, awareness, and understanding go on base training programs, language courses, and cultural assimilation.It is typically a think globally, act locally company. * DANONES LOCATION IN uniformity WITH HOFSTEDES THEORY * Individualism This dimension is certainly medium-low in Danone. People are pass judgmented to do cross-divisional teamwork and loyalty to the group rather than individuals is extremely valued. In redress each division and functions know that they can count on the others when facing a problem. * Masculinity This is a dimension were the cultural aspect of France and Danones CEO personalities have plaid an important part in Danones culture.The score of Franc e and in familiar Latin countries is not very high. Furthermore the fact that an important part of the business is now done in developing countries where this dimension is low have reenforce this aspect. So we would say that Danone is certainly more feminine. This could explain also that so far the US is not one of Danones main markets because of its strong maleness cultural component. * Power keep standardized most international group with a divisional type organization, power distance is relatively low to medium.Inequalities among people will tend to be minimised, decentralisation of activities is important, subordinates expect to be consulted by superiors, and privileges and status symbols are less evident. However it is also * Uncertainty avoidance Being a group dealing with the food market, the standardization of products, brands, ballpark value world wide are a way to avoid as much as possible uncertainty. On the other give way the Group has to adapt permanently to exter nal elements as we will see in the Pestel analysis so from our point of view, uncertainty avoidance dimension is medium to high. Time and Relationship dimensions. According to Frank Riboud and Myriam Cohen-Welgryn (2011), Danone is looking at the long term A company cannot succeed in the long run if it turns its book binding on the society it is a part of, if it only looks to its short-term economic gain. . Their strategic move in 2007 when they sold the world N 2 biscuit division in exchange of infant and clinical food brand is certainly a proof of that. On the other hand Danone is a company strongly meshed in the immediate social wellness of its employee and countries where they have factories.All this cultural and strategic aspect of the Group was well summarized by Antoine Riboud in the 90s The most undefeated companies are the ones who think simultaneously about the technological change, the contents of the work and the change of the internal social connections in the compan y. 3 HOME COUNTRYS floriculture IMPACT * DETERMINING ELEMENTS OF DANONES culture First of all DANONE is a multinational group which wants to share and transmit it own values in all countries where its implanted. Based on DANONE official website (www. danone. om), DANONE has four important values that have to be passed on through their products and their commitments all over the world * The openness this value includes various notions such as the open-mindedness, the curiosity and valuing diversity. * The devotion It symbolizes the desire and capacity to take risks and search new, not to mention the conviction to cash in ones chips oneself and to take some pleasure by working. * The humanism DANONE wants to accentuate the fact that the group pays attention to the safety of people and products. to a fault it is environmentally friendly. * The proximity The group pay attention to their customers.Indeed its essential for DANONE to be tuned into the expectations but also the comp laints of these customers. In summation as DANONE is a French company there are other values, which come from its home countrys culture First the idea to have a well-balanced diet by eating products of good qualities and with good taste is an important cultural subject for a large number of Frenchs. There is a ontogeny awareness that a bad diet has direct consequences on peoples health, but also major economic consequences in terms of public health be. Second French have a big craze for the environmentally policy.Indeed since a few years the sustainable development and the ecology are very present notions in the life of everyone. So DANONE tries to stockpile these same notions through their products as well as within their advertisements all over the world. All these notions are at the core of DANONEs mission. * CULTURE IMPACT ON EACH OTHER The four core values and the French influence expound here above are a frame in which the team of each division and each country where DANO NE is present, have to adapt taking into consideration to their own cultural specificity as mentioned before.In fact it is perfectly in line with the openness value so the model is not rigid. When DANONE wants to open a new market in a country which culture is quite different from its own, they usually do so by incorporating joint venture with strong national partners like they did in Russia (10% of their sales in 2010) or China. The only core value, which they consider as non-negotiable, is humanism. So DANONE is typically a think globally, act locally company. 4 DANONES MOTIVATIONAL body * COMPANYS MOTIVATIONAL ELEMENTSWe know that a growing gap between the aspiration of the employees and the practices of companies is source of additional costs and loss of performance. That is why, to DANONE, the motivation of the employees is an imperative status of the companys maturation. The group DANONE often insists on the need of permanent growth to preserve its leaders place on the m arket. This growth requires consistently an outstanding performance, which supposes that the company can lean on committed employees. Consequently, DANONE insure on a regular hind end that the 3 main conditions for optimum employees commitment are fulfilled The company is in sync with its culture and its values He is proud to belong to a leading group He is certain that his employer assumes the development of his skills. To strengthen the motivation of the employees and their commitment, the group DANONE tries to establish, on a regular basis, a correlation between the practices of management and the growth of the units. To do it, regular questionnaires are submitted to the managers and DANONE, from time to time, widen these survey to its thousands employees. More concretely the group DANONE insists more particularly on the autonomy and the sharing between employees We blaspheme on the autonomy of management of our subsidiaries and what we call the networking attitude. It means that, when an employee meets a problem, he has to have the reflex not to turn virtually towards his boss, but rather to exchange with his counterpart, wheresoever he turns out to be in the world, to fix the solution. We forged a series of tools to share the knowledge and exchange good practises for the specialists of every domain (finances, human resources, industry, marketers). (Franck Mougins interview, 2006, available at www. lexpress. fr) ORGANIZATIONAL STRUCTURES EFFICIENCY Since 2002 DANONEs HR, supported by Frank Riboud, has developed several tools to increase efficiency of the organization, based on the fact that they are too elflike compared with their competitors Nestle or PepsiCo to reinvent the turn over. So they have started knowledge marketplaces and sharing networksto help employees connect with each other and share good practices horizontally rather than relying on hierarchical lines of communication. In 10 years DANONE employees shared almost gravitational con stant good practices with colleagues.The Networking Attitude had made operable information accessible to about 70% of the more than 9,000 DANONE managers well-nigh the world. Best of all these programs, which are conducted within the timeframe of more formal meetings, incurred very little cost and were considered highly successful by 90 % of global managers, according to an internal survey. The HR tiptop management worked also on co-building events where employees from different units within DANONE networked with the goal of creating new practices or products rather than sharing existing ones. http//www. duperrin. com/2008/04/21/comment-danone-fait-de-sa-culture-un-levier-de-performance/) These programs didnt fit in so easily. They required lots of energy and education from HR and took time to be authoritative in some part of the world where discussing serious business issue with lower rank colleagues or wearing costumes- as it was recommended during marketplace events- was con trary to local culture. despite these first reluctances it does work and the most obvious result is that DANONE start launching new products 3 times faster than its competitors. Franck MOUGIN Benedikt BENENAT/avril 2005/ Danone se raconte des histoires, une displacement latine du knowledge management/http//www. ecole. org) &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- CONCLUSION AND RECOMMENDATIONS Frank Riboud, CEO Danone say At Danone we dont conversation about strategy, we react to the context around us. For me, its like a Lego nook that you buy for your children. They start to play, trying to find a way to build the image on the Lego box. At the end of the day, they give up, throw out the box, and put the pieces away. The next weekend you put all the Lego pieces on the floor and then the strategy starts.They try to imagine something. Not what was on the box, but what they have in their heads. That is strategy at Danone for me Its Lego. (Harvard business school, 2008) Since he took over in 1996, he did three very smart things. First, he directed to companys focus towards health and nutrition. Second, he turned a Western European company into an international organization with operations worldwide. And third, he changed how the organization was managed. He created the preparation jeu de jambe, or footwork, which perfectly describes Danones lift to dealing with many issues in a flexible way.With its focus on nutrition and promoting health through four product divisions, Danone appeared to have a clear strategy for the new century. As CEO, Ribouds large vision extended beyond unremarkable customer segments to include promoting health to people throughout the world. In 2011 he acknowledges his fathers, Antoine, vision when he said in 1972 in front of a number of CEO of the biggest French companies Conduisons nos entreprises autant avec le coeur quavec la tete et noublions pas que si les ressources denergie de la Te rre ont des limites, celles de lhomme sont infinies sil se sent motive. Lets manage our companies as much with our heart as with our brain and lets not forget that if earth resources are limited, the mans one are infinite if he feels motivated. We believe that Antoine and Frank Riboud leadership and vision and their unique management way have leaded the Group to its success. &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- BIBLIOGRAPHY Books David Buchanan and Andrzej Huczynski (2004) organisational Behaviour. (5th Ed. ) FT Prentice Hall. D. Buchanan A. Huczynski (2010) Organizational Behaviour. 7th Ed. ) FT Prentice Hall. Bauer and Erdogan (2009) Organizational Behaviour. FT Paperback. Internet sources (International and French sources) Tatum, M. (2010). What is SWOT Analysis? functional at http//www. wisegeek. com/what-is-swot-analysis. htm (Accessed 10 November 2011) DANONE (2011). Our company. ready(prenominal) at http//www. danone. com/ en/company/introduction. html (Accessed 10 November 2011) Groupe DANONE (2011). Historical background. in stock(predicate) at http//en. wikipedia. org/wiki/Groupe_Danone (Accessed 10 November 2011) LEcole de Paris du management (2005) Danone se raconte des histoires, une version latine du Knowledge management Franck Mougin interview. Available at http//ecole. org/seminaires/FS1/SEM190/VA010405. pdf/view (Accessed 12 November 2011) LEXPRESS. fr (2006). Donner du dirty dog au travail. Available at http//www. lexpress. fr/emploi-carriere/laquo-donner-du-sens-au-travail-raquo_479442. html (Accessed 15 November 2011) LEFIGARO. fr Economie (2011). Danone sessaie au bar a yaourt. Available at http//www. lefigaro. r/societes/2011/07/14/04015-20110714ARTFIG00454-danone-s-essaie-a-la-restauration-rapide. php (Accessed 13 November 2011) Le Journal du Net (2010). DANONE. Available at http//www. journaldunet. com/danone/ (Accessed 13 November 2011) Web & Luxe digital luxury powder store (2010). Myevian. com la personalisation est aussi chez Evian. Available at http//www. webandluxe. com/08/2010/myevian-com-la-personnalisation-est-aussi-chez-evian/ (Accessed 13 November 2011) Bloc-Notes de Bertrand Duperrin (2008). Comment DANONE fait de sa culture un levier de performance.Available at http//www. duperrin. com/2008/04/21/comment-danone-fait-de-sa-culture-un-levier-de-performance/ (Accessed 14 November 2011) &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- APPENDICES picture 1 The first yogurt Danone with a porcelain package sold in chemists in 1928 (Available at http//tourisme. bienpublic. com/90-ans-de-Danone-les-8-yaourts-qui. html) Picture 2 The first Danone bar exposed in august 2011 in a shopping mall near Paris. (Available at http//www. lefigaro. fr/societes/2011/07/14/04015-20110714ARTFIG00454-danone-s